3 tips for understanding change on the primary & secondary levels

Imagine you are a leader, manager or coach who has been charged with: “Helping people to transform their behaviour.” Several things will be important to remember.

First, to establish their ‘will’ before imparting any skill - people must want to develop. Second, to understand the primary and secondary levels of learning. (See below.) Third, to encourage people to get some early wins. Finally, to help them to understand how to follow the successful principles in the future. Let’s explore how people can develop on both the primary and secondary levels – because both are crucial if they are to achieve success.

* The primary level.

People learn on two levels: the primary level and the secondary level. When we are children, we start by learning on the primary level. This is the level of doing, playing and feeling. We adventure, explore and gather experience. Living on the primary level is great, but we must make sense of experience, which leads to the next stage.

* The secondary level.

People also learn on a secondary level - which is vital for creating models and frameworks for understanding our experience. Learning from the past, we translate these lessons into actions for the future.

But sometimes people hit a problem. They spend too much of their lives on the secondary level. Instead of doing, they think about doing. Instead of ‘playing’ - taking initiatives - they replace it with intellectualising. Instead of feeling, they talk about feelings. Between the two levels they then put a series of blocks. This creates differences between ‘what they say and what they do’. Companies also fall into this trap. For example, they may issue a finely worded ‘values statements’, but this is purely secondary level. They don’t live the values.

* Change on the primary and secondary levels.

Learning takes place on both levels - but real growth begins on the primary level. People must do something that brings success. They take this step by either: a) Doing things they already know work; or b) Doing new things that work. They feel better, get better results or build better relationships. Success breeds success. They integrate the habits and change their behaviour. These patterns become integrated and part of their ‘default’. Let’s explore how it works in practice.

Therapists can help a client to analyse ‘why’ they have problems - but the ‘talking cure’ has limits. People who retake control of their lives do so by acting on the primary level. They do something physical. They start running; stay sober rather than drink; or spend time with positive rather than negative people. Individuals who develop good habits are more likely to feel successful.

Companies that aim to shift their culture must start on the primary level. “Never lead with a piece of paper,” is the mantra. They must do something different. Leaders can talk till they are blue in the face - but people will be watching their behaviour. They must change the physical things to change the psychological things to change the philosophical things. Companies that do this stand a chance of shifting their culture.

People may be successful on the primary level – but they must know how to repeat the principles. This calls for developing an understanding on the secondary level. They need a model, framework or tool they can use to repeat the success.

So how can you help people to transform their behaviour? First, establish their ‘will’. Are they serious? Bearing in mind the pluses and minuses involved, do they accept the whole package? Second, encourage them to do what works on the primary level. Third, help them to get some early wins. Finally, enable them to understand and repeat the key principles. People will then stand a good chance of achieving ongoing success.